Category: Concepts for Consideration

While the fundamental value of workplace diversity is well established, the landscape of how diversity drives organizational success continues to evolve. Right now, this concept is under fire in more ways than one. The next step in managing diversity isn’t just about hitting diversity numbers. It’s about building workplaces that can adjust and make the most of their diverse teams depending on the situation—while still treating everyone fairly and with respect. To succeed, organizations need to move past old ideas and start using new research and smarter ways of putting diversity and inclusion into practice.

Recent neuroscience research has revealed that cognitive diversity—the variation in how people process information and approach challenges—may be even more impactful than demographic diversity alone. A 2023 study in Organizational Behavior and Human Decision Processes found that teams with high cognitive diversity solved complex problems 45% faster than homogeneous teams, even when demographic profiles were similar (1).
Rather than focusing solely on traditional diversity metrics, leading organizations are now mapping cognitive diversity across teams. Tools like the Cognitive Process Profile (CPP) help identify thinking style distributions and potential blind spots in decision-making processes.

As organizations deepen their understanding of diversity, the focus has shifted from external representation to internal transformation. It’s no longer enough to track who is in the room; leaders must consider how individuals experience being in the room. And that starts with the environment leaders create. This is where the conversation moves from metrics to meaning, and from surface-level inclusion to a deep sense of belonging.

Belonging and employee engagement are key results of diversity, equity, and inclusion (DEI) strategies. Even though some leaders might be reluctant to talk about DEI, the proven outcomes will ensure that DEI will remain a priority—regardless of what it’s called. All business leaders can agree that they want their employees to feel comfortable and productive at work.

Organizations thrive when belonging is fostered and suffer when it’s absent. According to Great Place To Work, belonging in the workplace is “an employee’s sense that their uniqueness is accepted and even treasured by their organization and colleagues. [It] is an accumulation of day-to-day experiences that enables a person to feel safe and bring their full, unique self to work.”

Belonging starts with leadership—leaders doing inner work, showing up authentically, and modeling behaviors that build trust, inclusion, and psychological safety. It’s time to challenge leadership and HR to move beyond buzzwords and create workplaces where people truly feel seen, heard, and valued for their contributions.

Belonging Is Strategic, Not Just Cultural
A sense of belonging is directly tied to employee performance. In fact, employees who feel they belong are 75% more likely to thrive in their roles (2). For belonging to truly matter, it must be measured and woven into leadership evaluations—not just referenced in vision statements. HR leaders must highlight those who model inclusive behaviors, and offer coaching to those who don’t. A useful reflective question is: Would people choose to work for this leader again?

The Inner Work of Leadership
The journey begins with leaders being willing to put aside the need to appear perfect and instead engage in introspection. Understanding personal narratives around success, failure, and self-worth is not a “soft” skill—it’s a strategic imperative. When leaders do this inner work, they show up with greater clarity, compassion, and courage. While HR is well-known for supplying toolkits and training resources, the next step is to go deeper—asking the questions that prompt self-reflection, not just handing out materials.

The Human Side of Work
Employees want to be seen and treated as individuals. They aren’t asking for grand gestures, but rather consistent, daily acts of care. Empathy, feedback, praise, time, and trust—these are the true currencies of employee engagement. HR must reinforce that care and connection are not optional extras but leadership essentials.

HR’s Role in Accountability and Change
HR has the responsibility to act as cultural liberators, not simply enforcers. Belonging is not what’s printed on posters or walls—it’s what’s felt in the halls or in the small moments on a Zoom call. That’s why HR must audit culture for harm, not just performance. These audits need to happen especially at the frontline level, where culture is most lived. Thoughtful, revealing questions like “What did you appreciate about your last manager?” and “What didn’t work?” can surface valuable insights.

The Cost of Inauthenticity
Employees often feel the pressure to “cover” parts of themselves to fit in. This quiet conformity reduces trust, creativity, and overall engagement. Even worse, when organizations post values they don’t actively live, it breeds mistrust. Buzzwords like “we all belong here” can easily become camouflage for inaction if not backed by consistent behaviors.

Building True Belonging
True belonging means making room for nuance, discomfort, and even disagreement. It means creating intentional spaces for values-based dialogue—where employees don’t need to agree on everything to feel like they belong. Belonging is not achieved through slogans but through action. Expectations must be clarified and values must be embodied—not just written in handbooks but lived daily. Leading organizations are now going beyond basic psychological safety training to use “safety mapping,” identifying the specific emotional needs of different employee groups and designing solutions that truly support them.

We ALL Have a Call to Action
Now more than ever, HR must raise the bar for leaders and hold them accountable. Ask bold questions—like “If your workplace disappeared tomorrow, would anyone miss it?” Belonging is not about fitting in—it’s about making space for everyone to thrive. This work goes beyond leadership development or culture—it’s a movement. A meaningful one.
The message is clear: belonging starts with leadership at the top. It’s time to rethink how we define diversity and inclusion at work. This movement calls for courage, intention, and sustained action—not just words on a wall. HR professionals have the power and responsibility to lead this change—and in doing so, to help build the kinds of workplaces where people don’t just survive, but truly thrive.

(1), (2): Louis Carter, Best Practices Institute; Most Loved Workplaces 2024 

For many, the idea of bringing your human to work was once unfamiliar, even radical. Years ago, the notion of creating a more human-centered workplace was considered experimental—something nice to have, but not necessary for business success. Today, we know better. A workplace that prioritizes humanity isn’t just good for people—it’s good for business.

However, as the workplace evolves, some question whether we’ve gone too far. Conversations about vulnerability, psychological safety, and life balance have reshaped how we interact, but they’ve also introduced new concerns for HR professionals and leaders. Some feel overwhelmed by oversharing and blurred professional boundaries, while others perceive a growing sense of entitlement or shifting work ethics across generations.

This has left many HR professionals wondering: Are we experiencing compassion and vulnerability fatigue? Have we lost the balance between being human and driving performance?

Human Workplaces Still Need High Performance. A people-first workplace can result in higher retention, engagement, and job satisfaction. However, retention without accountability can lead to a lack of differentiated effort—meaning people stay but may not perform at their best. Employees need an environment where they feel valued, and they also need clear expectations and timely feedback to grow and contribute effectively.
So, how do you strike the right balance? How do you bring the “right amount” of human to work?

Three Ways to Lead With Humanity & Accountability
1. Don’t Over-Fixate on Vulnerability
Being human at work does not mean making vulnerability the cornerstone of leadership. Instead, think of human leadership as a recipe:
• 1 part vulnerability (authenticity)
• 1 part empathy (understanding)
• 1 part effort (accountability & action)
• On-going communication (whisked together)
You need all four to lead effectively in today’s workplace.

2. Define Outcomes Clearly
• What does high performance look like in your workplace?
• What key metrics drive success?
• How do you ensure fair performance evaluations, regardless of remote or in-person work?
Remember: Being physically present in the office doesn’t mean someone is productive. Likewise, working from home doesn’t mean they’re binge-watching TV or working out at the gym. Leaders must set clear expectations, track progress, and recognize contributions fairly.

3. Measure What Matters & Provide Timely Feedback
• Be intentional with performance metrics that align with business goals.
• Give real-time feedback to reinforce positive behaviors and address gaps.
• Remember: Everyone contributes to business success. Make sure they understand how.

But what happens when an organization must make difficult decisions that disrupt the workforce? How do we apply the same principles of leadership, communication, and fairness in times of uncertainty—like layoffs?

Leading With Humanity, Even in Difficult Moments
At HR Answers, we help organizations bring out the human where and when it’s needed most. Unfortunately, one of the most difficult moments for any business is making layoff decisions—a reality many organizations are facing or anticipating due to the economic shifts.

Layoffs are never easy, and how they are handled matters. Employees will remember not just that it happened—but how they were treated in the process. Leaders who bring clarity, compassion, and accountability to these conversations will help preserve trust, morale, and the organization’s reputation.

Before making this critical decision, organizations should:
✅ Explore all possible alternatives before deciding on workforce reductions.
✅ Plan for the full layoff process, ensuring fairness and transparency before, during, and after the announcement.
✅ Ensure legal compliance—including WARN Act requirements, severance considerations, and risk mitigation.
✅ Communicate layoffs with clarity and empathy—equipping managers with the skills to deliver difficult messages.
✅ Support both departing and remaining employees—providing career transition resources, outplacement services, and ongoing workforce engagement strategies.

When layoffs are necessary, separating employees respectfully is essential. HR Answers can guide you in making compliance-driven decisions while maintaining the right balance of humanity in the process.

If your organization is navigating layoffs, we’re here to help. We have two upcoming programs designed to support you through this process:
📅 April 2nd: HR Lunch Bunch – Navigating Layoffs
👉 Register here

📅 May 1st: Separation with Respect Webinar
👉 Register here

No matter the circumstance, let’s ensure we bring our human to work in a way that fosters trust, fairness, and respect.

One of the sweet spots for HR Answers is our training and development programs. For decades, we’ve been helping individuals at all levels within organizations grow their skills, particularly in leadership and supervision. Our clients trust us to provide practical, real-world training to ensure their supervisors are not just promoted, but prepared.

As a hiring manager, you will inevitably need to fill vacant supervisory roles. While it’s tempting to look externally for talent, there’s tremendous value in promoting from within. Naturally, many leaders turn to their most productive, hard-working, and initiative-driven employees as ideal candidates for leadership roles. But is high productivity the best predictor of supervisory success?

What Makes a High-Performing Individual Contributor?

Research from Zenger/Folkman (1), a leadership development consultancy, found that the top 10% of high-performing individual contributors consistently exhibit the following behaviors:

✔ Set stretch goals
✔ Show consistency
✔ Have knowledge and technical expertise
✔ Drive for results
✔ Anticipate and solve problems
✔ Take initiative
✔ Are collaborative

At first glance, these attributes seem like the perfect foundation for a strong supervisor. But are they?

Great Individual Contributors vs. Great Supervisors

While these qualities drive individual success, they don’t automatically translate into strong leadership and management skills. As Marshall Goldsmith famously wrote in What Got You Here Won’t Get You There, the skills that make someone excel in one role aren’t necessarily the same skills needed to thrive in the next.

Take a moment to reflect on your own career. Think about the best supervisors you’ve had:
• What made them great?
• What characteristics set them apart?
• Which ones did you respond to positively, and why?

Chances are their success wasn’t based solely on technical expertise or productivity. Instead, they demonstrated the following leadership behaviors:
✔ They listened and provided honest feedback
✔ They were patient with mistakes and encouraged learning
✔ They ensured their team had the resources needed to succeed
✔ They were trustworthy and built trust with employees
✔ They invested in their employees’ growth and career paths
✔ They treated everyone equitably
✔ They led with confidence during times of change
✔ They reinforced the organization’s mission, purpose, and values

Did you notice what’s missing? Boundless energy, technical mastery, and networking ability. While these traits can certainly help, the most effective supervisors lead with emotional intelligence, strong interpersonal skills, and a genuine commitment to developing others. In short, they lead with heart and they are “others-centered”.

Finding Your Future Leaders

Now, let’s turn this insight into action. Look at your current team—who stands out as a natural leader? Instead of defaulting to the most productive employees, identify those who:
✔ Navigate conflict calmly and professionally
✔ Foster strong working relationships with colleagues
✔ Have the ability to train, coach, and motivate others
✔ Understand and embrace the organization’s mission

These are the individuals who have the foundation for great leadership and serve as a cornerstone of the organization. They may not be the flashiest performers, but they are the ones who will build high-functioning, engaged, and successful teams in the long run.

Develop Supervisors Before They Become Supervisors

Here’s the challenge: Organizations must start training and developing future supervisors before they step into the role.

When we work with clients on leadership development strategies, we always ask: “Are you identifying and investing in your high-potential employees early?”
Supervisory skills aren’t developed overnight. Managers should start coaching and mentoring employees as soon as they recognize leadership potential, rather than waiting until they are promoted.

We Can Help

If you have employees who could benefit from supervisory development—or high-potential team members who are ready to start preparing for leadership—consider enrolling them in our upcoming program:
📅 Success for Supervisors: Virtual Series | March 2025
🔗 Register here

Let’s ensure your future supervisors have the right skills, mindset, and training to succeed—not just as individual contributors, but as effective, inspiring leaders.

Citation:

1. Jack Zenger is the CEO of Zenger/Folkman, a leadership development consultancy. Joseph Folkman is the president of Zenger/Folkman. Prior to 2018 They collected data on over 7,000 people who were rated by their manager on their level of their productivity and 48 specific behaviors. Each person was also rated by an average of 11 other people, including peers, subordinates, and others. They identified the specific behaviors that were correlated with high levels of productivity — the top 10% in their sample — and then performed a factor analysis.